Blowing Open the Bottleneck: Designing New Approaches to Increase Nurse Education Capacity

Outlines the challenges of expanding the nurse education capacity to meet nursing shortages. Explores strategies such as partnerships among stakeholders, faculty development, revised curricula, and policy and regulatory advocacy, and offers case studies

Developing Capacity, Skills, and Tobacco Control Networks to address Tobacco-related Disparities: Leadership and Advocacy Institute to Advance Minnesota’s Parity for Priority Populations (LAAMPP)

Priority populations disproportionately experience tobacco-related disparities, despite population level declines in tobacco use. The Leadership and Advocacy Institute to Advance Minnesota’s Parity for Priority Populations (LAAMPP) recruits and trains African immigrants/African Americans, Asian Americans/Pacific Islanders, American Indians, Chicano/Latinos, and LGBTQ community members to develop leaders to address tobacco harms in their communities. This paper describes and evaluates the LAAMPP Institute, and discusses lessons learned through the Institute and future directions for community-based tobacco-control efforts. The mixed-methods evaluation included qualitative key informant interviews with LAAMPP Fellows and community and project contacts, a Skills Assessment Tool, project case studies, and a social network analysis of the Fellows’ tobacco-control social networks at baseline and follow-up. At follow-up, Fellows’ tobacco control networks were larger, more extensive and diverse, and included more actors perceived to be influential in tobacco control. Fellows’ skills increased in core competencies (tobacco control, advocacy, facilitation, collaboration, cultural/community competence) and Fellows used tobacco, advocacy and cultural/community competencies more frequently. Four of five cohorts successfully passed policies. The results of LAAMPP suggest that a cross-cultural leadership institute contributes to the successful development of capacity and leadership skills among priority populations and may be a useful model for others working toward health equity

Addressing Health Disparities Through Organizational Change - Evaluation Report

In the coming decades, racial and ethnic minorities will constitute more than 50% of many states' populations -- including that of Colorado. Individuals of racial and ethnic minority status are disproportionally affected by disease and disability and have poorer health outcomes than do their white counterparts.1,2 These differences are disparaties in health. Even when minorities have the same insurance status, access, age income and chronic conditions, they still tend to receive lower-quality health care than the white population. Differences in access and quality constitute disparities in health care.3 Shifts in population, coupled with current inequalities in health status and quality of care, clearly establish the need for addressing these disparities.Recognizing the persistence of racial and ethnic health disparities, The Colorado Trust developed the Equality in Health Initiative in 2005. The Initiative provided funding for 14 organizations across the state of Colorado in the first funding cycle, supporting their efforts to reduce health disparities by addressing the needs of racial and ethnic minorities. The initiative intended to strengthen organizations' cultural competency so as to promote and ensure the following for racial and ethnic minority populations: 1) equality in treatment and medical services, 2) attainment of equal access to health care, 3) improvements of environmental conditions and 4) increased healthy behaviors. Grantees received technical assistance in three areas: cultural competency; program planning and implementation related to health disparities; and data collection and evaluation.The Colorado Trust believed if grantee organizations' culturally competent practices improved through technical assistance, interventions and networking then short term health outcomes would improve as well, ultimately leading to reductions in health disparities. This evaluation examined this conceptual model to determine the role organizational cultural competency played in improving short-term health and health care outcomes for racial and ethnic minority groups.Results showed that as grantees' cultural competency in the form of community relationships improved, so did their adaptations to their interventions as well as short-term health and health care outcomes. Cultural competency in the form of organizational policies and procedures predicted improvements in the short-term health and health care outcomes of service recipients. Based on the results of this evaluation, a new conceptual model was developed and is described in this report. Facilitating and challenging conditions to developing cultural competency are also outlined as well as lessons for funders, policy makers and grantees

Unemployment Among Young Adults: Exploring Employer-Led Solutions

Younger workers consistently experience higher unemployment and less job stability than older workers. Yet the dramatic deterioration in employment outcomes among younger workers during and since the Great Recession creates new urgency about developing more effective bridges into full-time employment for young people, especially those with less than a bachelor's degree. Improving the employment status of young adults and helping employers meet workforce needs are complementary goals. Designing strategies to achieve them requires insight into the supply and demand sides of the labor market: both the characteristics of young people and their typical routes into employment as well as the demand for entry-level orkers and the market forces that shape employer decisions about hiring and investing in skill development. A quantitative and qualitative inquiry focused on the metropolitan areas of Chicago, Ill. and Louisville, Ky

Pathways to Graduation: Supporting All Students to Mastery - A Retrospective Look at the Class of 2003

June 2004 marks the one-year inception of the Commonwealth's Alternate Pathways to Success initiative. As policymakers and education leaders consider the effectiveness of Massachusetts' pathways policy and next steps in its continued development, they must evaluate the extent to which its original goal was accomplished - creating a safety net to support all students to mastery. The Commonwealth has made a good start at providing pathway supports but more must be done to strengthen and build a comprehensive pathways system. In this brief, we begin to identify ways in which this system requires improvement, including:More data on eligible students and an improved student tracking system;Better alignment of existing needs and available services;Better coordination of resources, programs and providers;Greater clarification of service provider roles and responsibilities;More program evaluation and focus on providing equitable access to pathway options; andBetter communication, especially to students and the counselors who advise them

Confronting the Crisis

The eight major focus areas of this document include: schools and education; shelter and housing; jobs and life skills; after-school time; mental health, substance abuse, and HIV;violence and victimization; Latino/a LGBTQ youth; and transgender youth

Dynamic Organizations: Achieving Marketplace and Organizational Agility with People

Driven by dynamic competitive conditions, an increasing number of firms are experimenting with new, and what they hope will be, more dynamic organizational forms. This development has opened up exciting theoretical and empirical venues for students of leadership, business strategy, organizational theory, and the like. One domain that has yet to catch the wave, however, is strategic human resource management (SHRM). In an effort to catch up, we here draw on the dynamic organization (DO) and human resource strategy (HRS) literatures to delineate both a process for uncovering and the key features of a carefully crafted HRS for DOs. The logic is as follows. DOs compete through marketplace agility. Marketplace agility requires that employees at all levels engage in proactive, adaptive, and generative behaviors, bolstered by a supportive mindset. Under the right conditions, the essential mindset and behaviors, although highly dynamic, are fostered by a HRS centered on a relatively small number of dialectical, yet paradoxically stable, guiding principles and anchored in a supportive organizational infrastructure. This line of reasoning, however, rests on a rather modest empirical base and, thus, is offered less as a definitive statement than as a spur for much needed additional research

Mission Possible: Improving the Lives of All Older Adults in Marin

In 2012, Marin County's Division of Aging and Adult Services conducted a needs assessment that provided a detailed account of the demographics, economic security, health, housing, status of caregiving, and quality of life for the county's older adult population. This report also revealed that people's own assessment of their health was less positive among Hispanic/Latino and African American older adults compared to their white counterparts. The survey findings were supplemented by conducting community forums among specific groups (i.e., AfricanAmerican, Latino/Hispanic, family caregivers, low-income persons, and residents in rural areas) to gain insight into service needs and service barriers.These findings reinforce the results of a 2008 assessment in which nearly half of the Marin service agencies surveyed identified inadequacy in the cultural competence of their services. Ninety-one percent indicated that the lack of services for low-income older adults was a moderate to widespread problem. These challenges were also echoed in focus groups conducted with Spanish-speaking and lesbian, gay, bisexual, and transgender (LGBT) older adults.While prior efforts have improved understanding of the needs of Marin's older adults, there remains a gap in knowledge of the availability and status of culturally competent services among Marin's service providers. This effort sought to address this gap and identify organizational strategies that would improve the ability of agencies to provide high quality services to a diverse population of older adults in Marin County

Engaging Local Non-Governmental Organizations (NGOs) in the Response to HIV/AIDS.

During the past few years, a number of key donor programs have scaled up their global response to the crisis of HIV and AIDS. The Global Fund to Fight AIDS, Tuberculosis and Malaria (GFATM), the World Health Organization (WHO), the Joint United Nations Programme on HIV/AIDS (UNAIDS), the President’s Emergency Plan for AIDS Relief (PEPFAR), the United Nations’ Millennium Development Goals (MDGs), the World Bank’s Multi-country HIV/AIDS Program (MAP), and other bilateral donors and charitable foundations have raised significant resources to fight HIV/AIDS. Spending on HIV/AIDS in low- and middle-income countries increased from $1 billion in 2000 to$6.1 billion in 2004. By 2007, global resources for HIV/AIDS are expected to expand to $10 billion. Local non-governmental organizations (NGOs), faith-based organizations (FBOs), and community-based organizations (CBOs) have been at the center of the response to the HIV/AIDS pandemic. In many countries, they have been responsible for the majority of the resources reaching individuals and have played a leading role in developing and implementing sustainable strategies to mitigate and prevent HIV/AIDS. One of PEPFAR’s strategic principles is to encourage and strengthen faithbased and community-based non-governmental organizations. The identification of sustainable and efficient local NGOs and the capacity building of these partners is the cornerstone on which the effective engagement of local NGOs is built. The goal of this paper is to begin a discussion among donors, international and local NGOs, and multilateral and U.S. government representatives on how to effectively engage indigenous partners and transfer much-needed resources